Defense Acquisition Processes

Thinking of entering defence? Good. But read this first, or get crushed. You’re not building a startup. You’re entering a war zone with Excel sheets instead of bullets. And here’s the first landmine: Defence doesn’t care about you. Not until you matter. And by the time you matter, it might be too late. So here’s your brutal, field-tested playbook 👇 🔻 1. Run a Dual-Use Strategy or Die Trying Don’t “pivot into defence.” Don’t “add military as a target customer.” Build something with teeth in both markets — or you’ll starve while waiting 24 months for a MoD reply. Dual-use = survival. Omni-use = dominance. 🔻 2. Your Actual Competitor? Paper. You're not fighting primes. You're fighting outdated workflows, 94-page requirement PDFs, and evaluation committees who’ve never used the tech. You’re not selling innovation. You’re selling the idea that innovation should exist. 🔻 3. Never Ask for Feedback — Ask for Budget Lines Everyone will “love” what you’re doing. They’ll invite you to panels, workshops, incubators. None of that pays your team. Ask: “Which budget pays for this in Q4?” If they can’t answer, walk. 🔻 4. Find a Uniformed Insider, or You’re Screwed No matter how good your pitch is, you need a believer inside the system. Someone who speaks procurement and can say, “This solves my mission.” Without that: enjoy limbo. 🔻 5. If You’re Not Testable, You’re Not Real Defence doesn’t buy PowerPoints. You need a testable MVP fast. No test = no traction. No traction = no procurement route. No route = you're just theatre. 🔻 6. The First Deal Will Break You It’s slow. It’s painful. It’ll take months, maybe years. But once you break the wall once, you become “pre-approved.” Then the real business begins. 🔻 7. Ignore All of This If You're Building Slideware This advice is only for builders. For founders ready to live in uncertainty, raise from niche VCs, and get 50 no’s before one test flight. If you're not all-in: stay in SaaS. This is the most misunderstood opportunity of our time. Europe is waking up. The U.S. is doubling down. And the next industrial revolution will wear camouflage. Startups who learn the terrain will dominate. Speed. Testability. Dual-use. Insider access. That’s your survival kit. Use it. #DefenceStartups #DualUse #InnovationInDefence #OmniUse #MilitaryTech #InsiderIntel #BoldMovesOnly #WakeUpEurope

Pentagon rewrites acquisition playbook. November 4 memo transforms how defense buys capability. LaPlante's draft blueprint accelerates everything. Duffey now leads the charge. Portfolio Acquisition Executives get $500M direct authority. No more programs crawling through 47 approval layers while China fields hypersonics in 18 months. The acceleration mechanics. PAEs = Mission-focused portfolios • Long-Range Strike, Autonomous Systems, Air Defense • 3-star civilian leads with delegated spending power • Cross-functional teams: PMs + engineers + operators • Pilots launch Q2 2026, full deployment by 2028 Commercial-First mandate changes the game • 70% COTS requirement for non-classified components   • 6-12 month sprint cycles replace 5-year milestones • Fixed-price contracts reward speed over specs • Mountain View integration hubs connect DoD to Valley velocity Two-to-Production ensures resilience • Dual suppliers mandatory before LRIP • Digital twins enable virtual qualification • CHIPS Act trusted foundries get subsidies • Supply chain redundancy becomes non-negotiable Accredited Test Pipelines enable continuous deployment • Pre-certified modular labs for incremental updates • AI anomaly detection replaces months of manual validation • 10 pipelines by end-2026, scaling to 50 by 2030 • DevSecOps finally moves from theory to practice The GAO warns of 15-20% cost inflation due to redundant qualifications. Senators raise workforce transition concerns. Industry adapts business models for compressed timelines and commercial integration. The strategic reality cuts deeper. When PAEs control budgets and commercial tech sets the pace, acquisition velocity becomes a competitive advantage. Traditional and non-traditional contractors alike face the same imperative. Adapt or lose relevance. Is your acquisition strategy ready for 50% timeline compression? Supply chain mapped for dual-source mandates? Teams prepared for 6-month sprint cycles? When procurement speed determines strategic outcomes, velocity becomes victory.

In this compelling essay, The Hon David Fawcett, a former Senator and Lieutenant Colonel aircrew, argues that Australia’s defence challenges demand more than increased spending - they require urgent, systemic reform in procurement processes. With regional tensions escalating and technological threats evolving rapidly, Fawcett calls for a whole-of-government approach to acquisition reform, prioritising speed, resilience, and strategic alignment. He highlights the inefficiencies in current procurement practices, using Australia’s counter-drone capabilities as a case study. Despite proven domestic technologies and successful exports, Defence Australia continues to delay acquisition through outdated global tendering processes. Fawcett proposes reforms such as valuing outcomes from federally funded innovation, streamlining source selection, and establishing a Parliamentary Joint Committee on Defence to improve transparency and accountability. Ultimately, he advocates for a defence budget floor of 3% of GDP, grounded in historical precedent and strategic necessity, and urges policymakers to act decisively to ensure Australia’s readiness in the face of emerging threats. https://lnkd.in/gmnzERzb

Tech Entrepreneur Reinvents Artillery Shell—and How the West Buys Weapons Introduction: Silicon Valley Meets the Battlefield In a bold challenge to traditional defense procurement, Chad Steelberg, a tech CEO turned weapons innovator, has launched Tiberius Aerospace and unveiled “Sceptre”—a next-generation 155mm artillery shell. While its enhanced range and precision are impressive, the real disruption lies in how the system is designed, produced, and delivered. ⸻ Key Highlights from the Tiberius Aerospace Launch 🧠 Open Weapons Platform Model • Unlike traditional arms manufacturers, Tiberius licenses the Sceptre design to governments rather than selling them finished products. • Governments are encouraged to produce the shells locally, which can speed up availability and reduce reliance on centralized supply chains. • The model allows faster updates, akin to software iteration, improving performance over time. 📏 Breakthrough Performance with Sceptre Shell • The Sceptre 155mm round reportedly offers unprecedented range and accuracy, outclassing conventional artillery shells. • Its modularity and upgrade potential may help Western militaries outpace adversaries in a rapidly evolving battlefield environment. ⚙️ From R&D to Rapid Deployment • By focusing solely on research and development, Tiberius Aerospace avoids the slowdowns of traditional manufacturing and bureaucracy. • Steelberg draws on Silicon Valley principles—agility, scalability, and openness—to revolutionize defense development timelines. 🌍 Inspired by Ukraine, Geared for Global Adoption • The model reflects lessons from the war in Ukraine, where nimbleness and tech-forward solutions have proven critical. • Licensing encourages global co-development and operational sovereignty, a significant shift in Western military strategy. ⸻ Why It Matters: A Paradigm Shift in Defense Procurement Steelberg’s approach with Tiberius Aerospace represents a tectonic shift in how advanced weapons are conceived and distributed: • Governments gain more autonomy in defense production. • Weapon systems evolve faster and more efficiently, countering threats with greater speed. • Defense spending can be optimized for innovation rather than legacy contracts. If widely adopted, this open-platform model could mark the beginning of a new era in Western military capability—one defined less by bureaucracy and more by adaptability. https://lnkd.in/gEmHdXZy

You probably missed the most important defense reform Ukraine just announced. The Ministry of Defense is introducing an automated model where procurement requests for drones will be generated from battlefield data rather than manually. Until now the process looked familiar to most armies: Units → submit requests → headquarters consolidates demand for specific models→ procurement begins. In reality this often created what soldiers call a “zoo of solutions.” Different standards. And sometimes systems that perform poorly in real combat. The new model flips the logic. Demand will be formed automatically based on real battlefield performance. Here is how it works: The General Staff formulates procurement requirements based on technical parameters rather than specific models. Data from systems like Misson Control, DOT-Chain Defense, e-Points and Brave1 Market automatically match technical requirements with top products based on battlefield performance. In simple terms: The battlefield generates the data. The data generates demand. If a drone proves effective — demand increases. If it doesn’t — the system simply stops requesting it. The funding model also reflects this logic: • ~80% of procurement goes to solutions proven in combat • ~20% remains reserved for experimentation and new technologies This creates something rare in defense procurement: automated connection between the battlefield performance and supply decisions. In a war where technologies evolve every few months, traditional procurement systems simply cannot keep up. Ukraine is now building a system where combat results directly shape the arsenal. #globalpolitics #warfare #technologies #defensetech #dualuse #procurement

Are we still optimising #Aerospace & #Defence supply chains for cost, or finally building them to absorb shocks, adapt and endure global uncertainty? The A&D supply chain conversations were largely about cost, efficiency, and lead times. Important topics, yes but mostly handled several layers below the boardroom. That has changed. Today, supply chains are discussed alongside strategy, risk, and long-term competitiveness. Not because organisations suddenly enjoy complexity, but because recent years made one thing very clear: efficiency alone is fragile. OEMs and Tier 1s are quietly rewriting their sourcing playbooks. Dual sourcing is no longer an exception. Regionalisation is no longer a backup plan. Both are becoming deliberate design choices, especially for critical systems and materials. And materials themselves are now part of the strategic conversation. Nickel alloys, titanium, special steels these are no longer just technical inputs. They are strategic dependencies. Questions around availability, traceability, and geopolitical exposure are asked just as often as questions around price. Governments are reinforcing this shift. Funding mechanisms, incentives, and defence programmes increasingly come with expectations around localisation, trusted supply chains and industrial resilience. Supply chains are no longer neutral. They are part of national and alliance-level strategy. What this means in practice is simple, but not easy. Procurement is no longer just about negotiating better terms. Strategy teams are no longer planning in isolation from industrial reality. And leadership is being asked to decide what kind of supply chain they want to own five or ten years from now. A supply chain optimised only for cost or one built to absorb shocks, adapt, and endure? -------------------------------------------------- Visual & data source: Appian Capital Advisory LLP Based on U.S. Geological Survey (USGS) Mineral Commodity Summaries 2023 and IEA data (2022 estimates) -------------------------------------------------- #Aerospace #Defence #Defense #AerospaceAndDefence #AerospaceAndDefense #DefenseIndustry #DefenceIndustry #SupplyChain #IndustrialStrategy #Procurement #Manufacturing #Materials #Resilience #Leadership

India’s public procurement system has traditionally prioritized compliance, lowest cost, and risk minimization. But what if the state could think—and act—more like a venture capitalist? In my latest piece in The Sunday Guardian, I explore how India can reimagine procurement as a strategic tool to drive innovation, not just purchase goods and services. Key idea: shift from L1 mindset to innovation-first procurement, where government becomes an early-stage market maker—backing promising technologies, enabling scale, and de-risking innovation ecosystems. This isn’t theoretical. Models exist: The US SBIR program Israel’s public-private innovation frameworks Defence and space-led procurement ecosystems globally For India, this approach could accelerate: Deep-tech startups Indigenous AI and cybersecurity solutions Climate and carbon-market technologies The state is already the largest buyer in the economy. The question is: can it also become the smartest catalyst? Read here: https://lnkd.in/e6D4trgA

How do we get critical technology to the warfighter faster? Our acquisition system has powerful tools like Other Transactions and SBIR Phase III, but we're often slowed down by legacy processes, appropriation, risk aversion, and a misalignment with the commercial tech world. It's time for targeted, common-sense reforms. I've been developing a few concrete proposals for the next NDAA (or sooner if some DoW innovators want to take them and run). 1. Demystify Innovation Authorities (OTA & SBIR): Mandate robust, role-based training and create a "safe harbor" for the good-faith use of these authorities. Empower our workforce to use the tools they already have. 2. Buy Software Like It's 2026, Not 1986: Officially define Software-as-a-Service (SaaS) as a commercial product, not a level-of-effort service. This simple change aligns acquisitions with the commercial market and eliminates a major bottleneck for buying modern software. 3. Fix Out-of-Cycle Funding: Transform the unpredictable Unfunded Requirements (UFR) scramble into a structured 'Innovation Readiness Fund.' This provides a dedicated, rapid funding vehicle to get proven, warfighter-demanded tech to the field without waiting for the next budget cycle. 4. Create a "Buying Cell for DoD Marketplaces": Pilot a centralized buying cell that acts as a "Contracting-as-a-Service" for DoD's innovation marketplaces. This removes the burden from local contracting shops and ensures any program with funding can buy quickly. These fixes unlock the speed and potential we already have. They empower our people and deliver better capability, faster. What are your thoughts? Which of these ideas would have the biggest impact on your work? #DefenseAcquisition #NDAA #GovCon #Innovation #OTA #SBIR #ProcurementReform #DigitalTransformation #MilitaryModernization #DoD COL Christopher M. Hill Sr. A.V. W. Marina Nitze Arun Seraphin Joshua McMillion Ryan Connell Jenna Roueche' Arun Nair Matt Nelson Joshua Marcuse David Bonfili Noah Sheinbaum Tyler Sweatt Bryon Kroger Nikhil Shenoy Justin Fanelli Eric Lofgren Agile Acquisitions, LLC

𝗔𝗿𝗲 𝗪𝗿𝗶𝘁𝗶𝗻𝗴 𝗥𝗲𝗾𝘂𝗶𝗿𝗲𝗺𝗲𝗻𝘁𝘀 𝘁𝗵𝗲 𝗕𝗶𝗴𝗴𝗲𝘀𝘁 𝗙𝗮𝗶𝗹𝘂𝗿𝗲 𝗣𝗼𝗶𝗻𝘁 𝗶𝗻 𝗠𝗶𝗹𝗶𝘁𝗮𝗿𝘆 𝗔𝗰𝗾𝘂𝗶𝘀𝗶𝘁𝗶𝗼𝗻? In many defence organisations, poorly written requirements are one of the biggest failure points in the entire acquisition process. Cost overruns, delays and capability gaps often trace back to unclear, incomplete or unrealistic requirements set at the start. In my 20+ years in military procurement, I’ve seen most requirement documents built around technical specifications of a desired solution rather than the operational effects and capabilities actually needed. This reversed logic is a key reason why acquisition so often struggles. Another recurring issue is the lack of prioritisation. Without a clear hierarchy between capabilities must-have, nice-to-have and luxury features, organisations tend to chase a “jack-of-all-trades” device – expected to do everything, but optimised for nothing. The result is predictable: • cost overruns • schedule slips • and a system that fails to satisfy the end user A strong capability-based approach, combined with disciplined prioritisation, would prevent many of these pitfalls. Take infrared observation devices as an example. A fundamental capability question is: How quickly do you need to operate the device? This drives key requirements: • Startup time – seconds or minutes? • Accessibility and size – on the vest for immediate use, or in the backpack? If you need a small, rapidly accessible device with very fast startup, something like the Pixel on Target VooDoo-R fits in a mag pouch and starts in under five seconds – but you “only” get an IR channel plus range finder/target locator. If you need multiple channels, you must again prioritise capabilities vs. size and weight. For example: • Safran Moskito TI: 3 channels (direct optics, LWIR, low light) and long-range target location – but larger and heavier. • Elynxo Virtuose: smaller, faster startup, 2 channels (direct optics, LWIR) and shorter range target location – a compromise between versatility and portability. The lesson: if requirements are written as a shopping list of technical features, without operational context and prioritisation, procurement will almost always pursue a “do it all” system that ends up too big, too costly, too slow or too complex for real-world use. With more than 100 successfully executed projects at Special Forces Command, I can support you in defining and refining clear, capability-based equipment requirements. Don’t hesitate to contact me. #Dashuyn #DefenseConsulting #DefenseProcurement #CapabilityDevelopment #DefenseInnovation #MilitaryAcquisition #MilitaryRequirements #SwissArmedForces #SpecialForces #PixelOnTarget #VoodooR #Safran #MoskitoTI #Elynxo #Virtuose